Montréal Moving Forward
2005 ANNUAL REPORT
Prepared by the Direction de la comptabilité et du contrôle financier of the Service des finances MESSAGE FROM THE MAYOR AND THE CHAIRMAN OF THE EXECUTIVE COMMITTEE
Fellow Montrealers,
Montréal enjoys an economic vitality and an incomparable quality of life that are the envy of North America's large metropolises. It is a city open to the world that is proud of its assets and that knows how to tap into the vitality of its citizens. Our City adminis- tration contributes to this vitality each and every day by assuming the leadership required to deliver services that directly impact the quality of life enjoyed by citizens. It is our responsibility to continue to provide this leadership, to build on our achievements, and to make the most of our city's resources to continue to move forward.
In 2005, Montréal was home to a wealth of activities and events. In addition to hosting the World Aquatics Championships, Montréal was also named World Book Capital 2005/2006, an event that coincided with the long-awaited inauguration of the Grande bibliothèque du Québec in the heart of the City's Latin quarter.
The year also saw the City's administration take substantial action on a number of fronts.Where environmental matters are concerned, we adopted the first Strategic Sustainable Development Plan, the Policy on the Protection and Enhancement of Natural Habitats, and the Tree Policy.We also helped improve Montrealers' living environment by implementing the Heritage Policy and the Cultural Development Policy, and we adopted the Montréal Charter of Rights and Responsibilities, an indispensable tool for building a future based on the values of openness and solidarity.These rules provide a solid framework for the city in carrying out these projects starting in 2006.
Of course, there is still much to do, since we will face many challenges in 2006. For example, we have decided to make city cleanliness a major focal point and have created clean-up brigades for this very purpose.We will also focus on repairing our streets, since several stretches of road need major work immediately.We also plan to set up a 3-1-1 telephone service that will be available around the clock to meet the information needs of our citizens.
The fight against poverty and exclusion and the availability of social housing are crucial issues that will remain at the centre of our concerns. It is with these issues in mind that we have included, in our Master Plan, an objective of ensuring that 30 % of the housing built in Montréal is affordable. Clearly, one of the main tools we will be using to achieve this objective is the Strategy for including affordable housing in new residential projects adopted last August.
Development of our public transit service will also be at the heart of the City's priorities, since this is a major issue from an ecological, economic, and social standpoint.We will also take the necessary steps to sign a satisfactory tax deal with the Québec government in 2006.
Finally, as a result of the strategic plan entitled Imagining • Building Montréal 2025 • A World of Creativity and Opportunities, Montréal now has an ambitious plan for the future. It is a plan in which everyone will play a role to ensure that, by 2025, the City ranks among the North American metropolises with the highest standard of living and the best quality of life.Throughout 2006, we will continue to devote the same energy and determination towards building our great city-a city in which we can all continue to take pride.
Mayor Chairman of the Executive Committee
Gérald Tremblay, Frank Zampino, FCA MESSAGE FROM THE DIRECTOR GENERAL AND THE TREASURER
Fellow residents,
In 2005,Ville de Montréal, which was created in 2002 with the 27 boroughs on the island of Montréal, had to prepare for the transition towards the new municipal organization that has been in effect since January 2006.This new governance model is now based on Montréal's responsibility, as a central city, to manage the shared services for all citizens on the island, that is, the agglomeration territory, which includes the 19 Montréal boroughs and the 15 newly reconstituted cities.
Ville de Montréal is an organization that is forever adapting and modernizing. In 2005, it continuously worked to meet the needs of Montrealers without neglecting current services. Our administration, which is devoted to the economic vitality of Montréal-the driving force behind the metropolitan region-and to the quality of life of citizens, provided invaluable support by creating a series of policies and strategies that are now in effect and to which many of our employees contributed. Some of the most noteworthy are the Policy on the Protection and Enhancement of Natural Habitats, the First Strategic Sustainable Development Plan for Montréal, the Economic Development Strategy, the Heritage Policy, the Cultural Development Policy, and the Tree Policy.
In 2006, these achievements will guide the orientations and objectives in our business plan. Providing quality and efficient services to Montrealers in a spirit of responsible management of public funds will serve as a backdrop to this plan.
To ensure that Montrealers enjoy an exceptional quality of life in their communities, we will focus our energy on major issues, such as repairing road infrastructure, adopting a strategic transportation plan, upgrading drinking water and sewage treatment plants, deploying clean-up brigades, and improving road, pedestrian, and water safety.
Finally, as part of our commitment to responsible management, we will continue working to develop new revenue streams and to forge new partnerships with other levels of government.We plan to work even harder in a number of areas, such as our equal access to employment program, in order to improve representation by the most under-represented groups in our organization.We will also put in place identification mechanisms and staffing measures to ensure succession planning in certain employment sectors.
To realize our ambitions and optimize our investments, we must manage by project and by program. By adopting such an approach, we will be able to track how projects are progressing, to measure the impacts right from the planning stage, to assess and control the related costs, and to measure performance.
We must face the challenge of bringing about these many transformations together and with enthusiasm, while respecting the efforts of everyone, and never losing sight of our very purpose-which is to continuously deliver better service to all Montrealers.
Director General Senior Director and Treasurer, Service des finances
Robert Abdallah Robert Lamontagne Montréal Moving Forward
TABLE OF CONTENTS
6 . . . .THE FACE OF MONTRÉAL
8 . . . .A VISION,AN ACTION PLAN,AND RESPONSIBLE MANAGEMENT
9 . . . .ONE MISSION, MANY VALUES
10 . . .ON THE WORLD STAGE
14 . . .CITIZENS:AT THE HEART OF WHAT WE DO
16 . . .WATER, ROADS,AND TRANSPORTATION: BUILDING THE FUTURE
18 . . .TOWARDS AN ECONOMY OF RESEARCH AND INNOVATION
22 . . .A ROOF OVER EVERY HEAD
24 . . .A METROPOLIS THAT CARES
26 . . .SAFETY:A CONSTANT PRIORITY
28 . . .A CITY OF GREEN AND BLUE
30 . . .SUSTAINABLE DEVELOPMENT:A DOMINO EFFECT
32 . . .A CULTURAL METROPOLIS,A HERITAGE TO DISCOVER
34 . . .WORLD-CLASS EVENTS, SPORTS FOR EVERY CITIZEN, RECREATION AT EVERY TURN
36 . . .RESPONSIBLE, DISCIPLINED MANAGEMENT OF MUNICIPAL AFFAIRS
38 . . .AN ORGANIZATION THAT LISTENS TO CITIZENS
42 . . .DEMOCRATIC ORGANIZATION
43 . . .ADMINISTRATIVE ORGANIZATION
44 . . .THE EXECUTIVE COMMITTEE
45 . . .MEMBERS OF THE CITY COUNCIL AND THE BOROUGH COUNCILS
49 . . .STANDING COMMITTEES OF THE COUNCIL AND THE COMMISSION DE LA SÉCURITÉ PUBLIQUE
50 . . .2005 FINANCIAL RESULTS
59 . . .2005 ANNUAL FINANCIAL REPORT Montréal Moving Forward THE FACE OF MONTRÉAL
University education 67 (among people aged 20 and over) . . . .30.3 %
Average household income ...... $49,429/year 1 (year 2000)
At the time of preparing this report, the territory of Ville de Population1 ...... 1,871,770 Montréal underwent an organizational change. Surface area ...... 500 km2 Effective January 1, 2006, and further to the application of two Percentage of the 3 acts, the Act respecting the consulta- Montréal Census tion of citizens with respect to the Metropolitan Area (CMA) . . . . 52.9 % territorial reorganization of certain Jobs2 ...... 924,800 municipalities and the Act respecting the exercise of certain municipal Single-person households ...... 38 % powers in certain urban agglomera- Percentage of the tions, Ville de Montréal now has Montréal economy to 19 boroughs. Montréal Island as a Percentage of persons the Montréal Census 2 whole comprises 16 municipalities; aged 20 to 44 ...... 39.5 % Metropolitan Area (CMA) ...... 75 % these municipalities constitute the Montréal agglomeration and are Value of building linked by the services that are permits (2004)2 . . . . $2.5 billion shared among all island residents. Ville de Montréal is the central city and, in this capacity, carries out the Percentage of new agglomeration responsibilities, that housing units built on the is, it continues to provide the serv- island of Montréal (2004)2 ...... 40 % ices and manage the equipment 2 that are common to all citizens on island of Montréal. Immigrant population ...... 28 % Consequently, in 2006, the information in this report applies to the entire island of Montréal Mother tongue languages . . . . French: 54 % and should be interpreted as such...... English: 17 % ...... Other: 29 % 4
1 Source: Government of Québec, Décret de population (1248-2005) for 2006.The other data is taken from the Profil socio-économique de Montréal, Ville de Montréal, September 2004. 2 Source: Ville de Montréal Budget 2006.
2005 ANNUAL REPORT Montréal Moving Forward
Montréal Moving Forward A VISION,AN ACTION PLAN, AND RESPONSIBLE MANAGEMENT
Ville de Montréal's vision is to rank among North America's most vibrant and 89 stimulating metropolises in terms of standard of living and quality of life.
This vision is guided by the following:
Emphasizing Montréal's role as a city of knowledge and creation
Accelerating economic development in a spirit of sustainable development
Strengthening the city's purpose as a safe, open, cosmopolitan, and democratic city
that is a great place to live
Living environment Since 2002, the City administration has relied on an action plan whose components are intertwined and build on each other to Responsible management effectively meet this challenge.
Increasing Services wealth to citizens
Essentially, by providing the best municipal affirm this vision, in October 2005 the City services, we improve the quality of life administration unveiled Imagining • Building enjoyed by citizens.This makes our metropo- Montréal 2025, a document that highlights lis more attractive for investment, which, in the milestones to this approach to develop- turn, increases the city's wealth. All this is ing the metropolis. achieved amidst a responsible approach to managing public funds and one that seeks to diversify the City's revenue streams.To
2005 ANNUAL REPORT Montréal Moving Forward ONE MISSION, MANY VALUES
“ Commitment means not only to emerge oneself in an activity, a vision, a cause, a project, a relationship-or simply one's work-but the special fervour with which it is accomplished. ” Translation of a quote by Jacques Languirand, host of Par quatre chemins, a show broadcast on Société Radio-Canada's main network.
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Our mission:To serve Montrealers Our values: Integrity, loyalty and respect In 2003,Ville de Montréal developed a clear and simple mission the based on Every City employee plays a role in transparency to guide its action and help achieving the City's mission, and they all meet its objectives. make a commitment to adhere to the organization's values: In all its actions, the City makes sure According to this mission, the City and its Integrity boroughs undertake to: The honesty, candour, and principled to respect cultural nature of the City administration are what diversity and open provide citizens, organizations, businesses, form the foundations of trust with the communication with and visitors with high-quality service at citizens of Montréal. the lowest cost; and citizens, while working promote Montréal's unique character and Loyalty to provide a positive contribute to its development. Our employees must carry out their environment and duties in good faith and must defend the city's interests and reputation at all times. fair services. In the past few years, priorities have been set, and we have taken action in line with the Respect orientations set out in the adopted policies, Respect is a key value. Every person is plans, and strategies. responsible for creating a positive work environment. Everyone-be they colleagues, superiors, or citizens-is entitled to dignity and respect. Montréal Moving Forward ON THE WORLD STAGE
“ When I see all the talent in Montréal, I get excited. I feel that this city has 10 11 a great deal of character. It has a European flair and a North American way of doing things-a combination that is a great source of inspiration for me. ” Translation of a quote by Kent Nagano, Music Director of the Montréal Symphony Orchestra. Le Devoir, October 30, 2005.
Our Achievements in 2005
On the world scene, Montréal is one of These major international forums also those metropolises that enjoys an exemplary provided an opportunity for Montrealers to reputation thanks to its political commitment, become even more aware of the importance Montréal in 2005: democratic values, and all-around vitality and of sustainable development and for the City energy. In 2005, the City's administration to demonstrate-more than ever before-its 1,381 foreign firms1 further enhanced this reputation. leadership in this area.
61 international organizations and 106 international financial th centres Momentous conferences -8 World Metropolis Convention To commemorate the 20th anniversary of 289 conventions attended by -11th United Nations Climate the World Association of Major Metropolises, more than 307,100 participants Change Conference the 88 active members of this association From November 28 to met in Berlin. Montréal, the city where 525 hotels for approximately December 9, Montréal “Metropolis” was founded, was involved in 3,840,000 overnight stays hosted this major various capacities. In addition to being re- 13,992,000 visitors, who conference that elected Executive Vice-President for North spent some $2.8 billion1 brings together America and Treasurer of the organization, representatives of the Mayor Tremblay presented the results of the 189 signatories to the Kyoto Accord. work on metropolitan governance produced At the same time, the 4th Municipal Leaders by the commission that he chaired.The City Summit on Climate Change was held, also obtained the vice-chair duties of the
1 Metropolitan region, 2004 figures. presided over by the mayor of Montréal, water management commission. Finally, the Mr. Gérald Tremblay.This summit led to the International Institute for the Management of adoption of a significant declaration by Major Metropolises, the Metropolis training municipal leaders, who made a commitment centre, continues to operate in Montréal, to reduce greenhouse gases by 30% providing Montréal firms and institutions between now and 2020 and by 80% with interesting opportunities to showcase between now and 2050. their urban expertise.
2005 ANNUAL REPORT Montréal Moving Forward 6
A world showcase for cultural and book, culture, and education sectors.The sporting events event brought many of these stakeholders together, creating a dynamic that should - 11th FINA World Championships continue in the years to come through Montréal in 2005: From July 16th to 31st, fans of water sports cultural policies and the plan for libraries. were able to attend live world-class aquatic 75,508 tourism jobs created events at Jean-Drapeau Park in Montréal.Ville 205,000 flights to Montréal- de Montréal played a key role in bringing the Friendship and partnership Trudeau airport for a total of event to the city, notably by providing the 9,400,000 travellers financial guarantees that FINA needed, and - Montréal and Shanghai: Montréal regained its status as a great city A special relationship 24.3 million tonnes of goods in which to host elite sporting competitions. The 20th anniversary of the twinning coming through the Port of The Canadian Sports Tourism Alliance deter- of the cities of Montréal and Shanghai was Montréal mined that the overall economic spinoffs for commemorated in April with a visit by the city totalled approximately $136.8 million the mayor of this large Chinese city, and that the event helped support close Mr. Han Zheng. to 1,490 jobs. - Exchange program between Liège, - Montréal, the “World Book Capital” Bordeaux and Montréal UNESCO named Montréal as the “World For the second year in a row, Montréal Book Capital” for one year, an honour welcomed representatives from Liège and previously bestowed on the cities of Madrid, Bordeaux in the Villeray–Saint-Michel– Alexandria, New Delhi, and Antwerp. Parc-Extension borough to examine the To celebrate, special social problems and insecurity caused by activities were held on drug addiction and prostitution in public a daily basis in the places and to try to find a solution to boroughs in partnership these issues. Continued with parties from the Montréal Moving Forward ON THE WORLD STAGE (CONTINUED)
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Other Achievements in 2005
- Police contingent sent to Haiti On August 30, Montréal ratified the On October 4,Ville de Montréal sent 20 Local Government Declaration for police officers to Haiti on a nine-month mis- Millennium Development Goals. On Montréal:A city of festivals sion.This contingent, the 16th in 10 years, September 8, Mayor Gérald Tremblay The Montréal International took part in the U.N. mission to stabilize this met with U.N. Secretary General, Kofi Jazz Festival: 1.9 million festival country.The City also took part in the Annan, for this purpose together with a goers and spinoffs of Canadian police mission in Jordan. delegation from this organization. $100 million Montréal's mayor spoke at the The Just For Laughs Festival: Conference of Mayors for Peace held 1.7 million festival goers and Montréal welcomed four new spinoffs of $100 million international organizations in 2005 in New York on May 2 and 3, in honour of the seventh review conference of Francofolies de Montréal: The International Council of Societies the nuclear non-proliferation treaty. 814,000 festival goers and of Industrial Design (ICSID) and the spinoffs of $36 million International Council of Graphic Design The International Association of F1 Grand Prix of Canada: Associations (ICOGRADA) are two organi- Francophone Mayors elected the mayor 317,000 racing fans, $75 million zations that confirm Montréal's status as a of Montréal as its Vice-Chair at a meet- spent by tourists world leader in contemporary design.The ing held in Antananarivo, Madagascar, Cospas-Sarsat program makes it possible to from November 25 to 27. Internationaux de tennis du rescue individuals in distress thanks to a Canada: 166,000 spectators and satellite system that picks up radio signals On September 21, Montréal recognized 400 million television viewers around the world anywhere on earth.The Human Proteome the International Day of Peace and of a Organisation (HUPO) is an international Global Ceasefire for the first time. Other festivals, such as Vues organization that coordinates leading-edge d'Afrique and the Montréal research on the human genome. Festival of Lights
2005 ANNUAL REPORT Montréal Moving Forward 8 Coming in 2006
From April 23rd to 26th, Montréal will host the sym- posium of the International Association of Francophone Mayors: Cities, Knowledge and Local Development.
From May 7th to 10th, members of the Government Finance Officers Association (GFOA) will meet in Montréal.
From July 29th to August 5th, Montréal will host the World Awards and Distinctions Outgames, which will be The Project Management Institute voted Ville preceded by the largest de Montréal and the Société du Quartier international conference international de Montréal as the “best held to date on the human project managers in the world in 2005” for rights of gays, lesbians, the exceptional execution of the project to develop the city's international quarter. bisexuals and transgendered individuals (LGBT). Ville de Montréal was honoured by the Association nationale du gouvernement électronique for having assisted the city of Hanoi in implementing a property information system.
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10 Montréal Moving Forward CITIZENS:AT THE HEART OF WHAT WE DO
“ I sincerely believe that we become what we give. I 14 15 have always wanted to help my community and my job lets me do this on a full-time basis! ” Translation of a quote by Louise Richard, Community Development Consultant, Sud-Ouest borough. 11
Our Achievements in 2005
Online services infrastructures, sewer pipes and waterworks were made by the boroughs. The City's Internet portal was developed even further in 2005. Citizens can now Other major investments are made in the Montréal in 2005: access this portal, named e-Cité, to accom- areas of culture, sports and leisure activities. plish a variety of tasks-to obtain information Some boroughs have developed services for 27 boroughs such as towing and household waste collec- elderly citizens, who make up an ever-grow- tion information, to download forms and ing portion of the population. Others have 37 points of service publications, to pay fines, or even to schedule developed services geared towards young providing information to a hearing before the municipal court-24 people to stress prevention. Saint-Léonard borough residents hours a day, 7 days a week. and Villeray–Saint-Michel–Parc-Extension are 12 cultural centres and some two such boroughs.The following are some 15 other locations used by of the significant investments made by the boroughs for cultural activities, Boroughs that listen to citizens boroughs in 2005: as well as many public libraries, churches, community halls, and The mission of Montréal's boroughs is to A new community center and library art galleries provide quality service that is tailored to an in the Côte-des-Neiges–Notre-Dame- 55 libraries welcome 6 million ever-changing environment.Their budget de-Grâce borough: $10.8 million visitors and 700,000 members increased 6.6% compared to 2004 so as The Outremont community centre: who borrow 12 million books to better meet the needs of citizens. $6.1 million each year Renovation and expension to the indoor More than 50% of the investments swimming pool in the Saint-Léonard planned and made by Montréal's boroughs borough: $5.8 million and corporate departments relate to road and water infrastructures, and in 2005, they Support for developing the land along amounted to more than $311 million. the Lachine Canal, re-development of Among other things, $45 million of the old parks, and protection of sports $90 million in investments earmarked buildings in the Sud-Ouest borough: for various work related to water $4.7 million
2005 ANNUAL REPORT Montréal Moving Forward 12
Priorities for 2006
Form a clean-up brigade 13 (investment of $10 million).
Invest $1 million to prepare for the implementation of a 3-1-1 telephone service, which will serve to provide municipal information 24 14 hours a day-every day of the year.
Invest $3.0 million into developing new services for the City's Internet portal, e-Cité, including: Cleanliness above all else Development of parks as part of Montréal is expanding its program to remove - information on the Angus project in the Rosemont– graffiti from all private property. It has also recreational activities La Petite-Patrie borough: $2.6 million added a prevention and education program and reservations Development of Parc des bénévoles called Y a-t-il quelqu'un au bout du mur? in the Kirkland borough: $1.9 million Clean-up campaigns were held in a number - subsidy and permit of boroughs, and there was a spring clean-up applications Enhancement of the river banks in campaign along the metropolises' arteries the Verdun borough: $1.6 million and streets, as is done each year.The City - positions available with Redevelopment of old parks in the also organized a clean-up of alleyways with in the City Ville-Marie borough: $1.5 million citizens. Program to redevelop old parks in - virtual exhibitions of the LaSalle borough: $1.1 million municipal archives
Improvements were also made in other Redevelop the premises of sectors, such as: the municipal court points of service in the Outrement Management of Westmount's electrical and Saint-Laurent boroughs. grid: $1.3 million Erection of sound barriers along 15 Highway 20 in Lachine: $1.4 million Montréal Moving Forward WATER, ROADS,AND TRANSPORTATION: BUILDING THE FUTURE
For the benefit of both present and future 16 17 generations, the City provides sound management of water, rehabilitates road infrastructures, and encourages the use of public transit as well as physically active means of transport.
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Our Achievements in 2005
Progress of water work Safer, more efficient-and greener-roads
In line with the commitment it made in The municipal road network on the island Montréal in 2005: 2003,Ville de Montréal pressed ahead with of Montréal has deteriorated substantially its strategic plan to modernize the City's over the years, the reasons for which are More than 5,600 kilometres aqueducts and sewers as well as its water numerous: the aging of the network, the of highway, arteries, collector management approach, a massive undertak- many excavations required for repairs, more roads, and local streets and ing valued at $10 billion over 20 years.To intense traffic flow, heavier loads in vehicles, 17 bridges and 1 bridge-tunnel finance the project, the City relies on a harsh winter conditions, and a history of leading to surrounding shores special water fund that will enable it, in the chronic underfinancing. Since 2002, the City Some 600,000 trips made end, to finance the work. In 2005, $43 million has raised road repair investment by 40.2%, on the road network between was collected for the purpose of this fund. and in 2005, it teamed up with the boroughs 6 a.m. and 9 a.m. and fifty-some partners to develop a trans- During the year, the City awarded a contract portation plan worthy of a modern metrop- 360 million trips made using under which a plan would be created to olis. At a public consultation process, the the public transit system on the island of Montréal identify all the interventions required in the City invited citizens to review Portrait and aqueduct and sewer network project. In no diagnostic, a document that lays the ground- 5,200 kilometres of aqueducts way did this initiative slow the completion of work for the future transportation plan. and more than 2,850 kilome- several projects in various areas of the tres of sanitary pipes and pipes metropolis, where roads and arteries were that collect rainwater opened up so that pipes could be reworked and replaced.
2005 ANNUAL REPORT Montréal Moving Forward 17
Priorities for 2006
Create a fund that will be used to intensify road improvement work and invest $125 million towards restoring arteries and local streets and to filling pot- holes.
Adopt a charter for 18 pedestrians.
Submit the Montréal transportation plan.
Help to develop the Priority Bus Network on On a daily basis, the City started or Agence métropolitaine de transport (AMT) Saint-Michel, Rosemont, and continued work at several road repair sites was $305 million for the year.The City also Louis-H.-Lafontaine boule- established to maintain or rehabilitate the launched À vélo au centre-ville, a program vards and on Beaubien and city streets and arteries. It began work to that calls for the creation of a bike network Notre-Dame streets. make the frequently-travelled Notre-Dame adapted to the city, usable in summer and Street safe, as it will be undergoing a major winter alike, and which includes more than Speed up the direction being reconfiguration in the years to come. In 1,000 bicycle parking spaces. taken in public transit by addition, it began to rebuild the Parc-des-Pins intensifying our efforts in interchange so that traffic flows one-way, several projects, including: which is more beneficial to walkers, cyclists, and drivers alike. It is also more suitable to - the train from the East the historical environment and heritage of Mount Royal. - the reserved lane on Pie-XI Boulevard Futhermore, work is anticipated for the Dorval interchange.The interchange will be - the Du Parc tramway reconfigured to allow for better traffic flow around the Montréal-Pierre Elliott Trudeau Implement a program International Airport and will provide that measures the water the preparatory work for the planned consumption of industries, rail shuttle. businesses, and institutions.
To encourage the use of public transit and other “clean” modes of transport, the City 19 increased its contribution to the Société de transport de Montréal (STM) by $7 million. The total contribution to the STM and the
20 Montréal Moving Forward TOWARDS AN ECONOMY OF RESEARCH AND INNOVATION
“ Selecting Montréal proved to be a wise choice for Rolls-Royce, as the city is one 18 19 of the world's leading centres for the aerospace industry. In Montréal, we have found a home conducive to the company's development and prosperity over the years. What's more, Montréal is a multicultural city that is friendly to the business commu- nity and that provides an excellent quality of life to all our employees, whether they are from Canada or elsewhere in the world. ” Translation of a quote by Pierre Racine, President of Rolls-Royce Canada, Commerce international, December 2005. Our Achievements in 2005
Montréal in 2005: Montréal moving forward economic report has been published, and 920,000 jobs on the island an economic advisory committee has been A creative and forward-thinking city, Montréal created.This committee, made up of mem- Produces 70% of the region's puts these qualities to work in the highly- bers of the Montréal business community, is gross domestic product intense, knowledge- and innovation-based mandated to help further the goals of the industries such as aerospace, life sciences, strategy. 11 university educational information and communications technolo- institutions, 160,000 students, of which 17,000 are interna- gies, and culture. In conjunction with public tional students and private partners, the City administration Imagining • Building Montréal 2025 plans and follows through with actions that, 200 research centres in the end, will position the metropolis as a Adopted in September 2005, Imagining • leader in these high-tech industries. In 2005, Building Montréal 2025 • A World of High-tech industry clusters: we made major steps in this direction. Creativity and Opportunities provides a 110,000 jobs in information and communication technology, summary of the major projects to be carried 38,000 in aerospace, and out in the coming years, projects that will 40,500 in life sciences1 success@montréal move Montréal into the ranks of North America's most dynamic and inspiring nd 2 in North America in terms In June 2005, the City unveiled its first metropolises, both in terms of standard of of the percentage of jobs in the “super creative” category: tech- economic development strategy since living and quality of life. Essentially, it is the nologies and information, arts the island's municipalities were merged. City's game plan on how to accelerate eco- and culture, and education and Entitled success@montréal nomic growth and realize “building block” training1 (www.ville.montreal.qc.ca/reussiramontreal), projects over the years to come. the strategy will continue to direct Montréal's economy further down the paths 1 Data for the Montréal metropolitan region, of knowledge and innovation. Five priority Imagining • Building Montréal 2025 sets actions have been identified, the first out five strategic directions:
2005 ANNUAL REPORT Montréal Moving Forward 21
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Montréal, a City of Knowledge, Creativity and Innovation Furthermore, our representation efforts with Shriners Hospital were a success, as this Montréal, an Avant-Garde Cultural institution has decided to remain in Montréal Metropolis and build its new hospital here.
Montréal, an Outstanding Place to Live Also, the City supported the work group that was created to assemble a secretariat Montréal, a City with Efficient Infrastructure for the aerospace cluster. As for the informa- tion and communications technology indus- Montréal, a City Open to the World try, the City helped to create an action plan and to establish the cluster for this industry. Continued Finally, the City created another project Developing three leading industries management office that will provide direct support to university real estate develop- Since the start of 2005, the City has actively ment projects. contributed to the creation of Montréal's health technopole and to establishing the development plan for Montréal InVivo.To date, the future site of the McGill University Hospital Centre (MUHC) has been decon- taminated, and the City has created a project management office to manage the infrastruc- ture work in the areas surrounding each of the university hospital centres (UHC).
23 Montréal Moving Forward TOWARDS AN INNOVATIVE ECONOMY WITH A VISION (CONTINUED)
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Our Achievements in 2005
Urban culture In fashion and design, Montréal took a major step forward, notably by unveiling its action Determined to further enhance Montréal's plan named City design - Design city. Several cultural contributions, the City joined major licences were also granted to allow the players from the culture and arts community Commerce Design contest to be exported to begin developing the Quartier des specta- to other cities, and the City, which is deter- cles in the downtown area. In addition to mined to remain a strategic leader in the creating and instilling a visual identity for the area of design, proceeded with an important Quartier des spectacles, the largest hotbed reform to this contest, which will, from now of culture in Montréal, the City finalized its on, enjoy international exposure. concept to upgrade Saint-Laurent Boulevard, Furthermore, the City adopted and began for which it intends to invest $13 million.The executing an action plan for the Acadie- first phase of the work, carried out in the Chabanel area, and it participated in a series Quartier des spectacles, started in early 2006 of events promoting Montréal fashion. and will be completed in July of the same year.The City also placed a land reserve on one building and one plot of land on Sainte-Catherine, demonstrating its intention to redevelop the area. Moreover, the City played a leading role in creating the Québec Film & Television Commission and in working in favour of art studios.
2005 ANNUAL REPORT Montréal Moving Forward 24 Priorities for 2006
Commence engineering studies on the areas surrounding the Ville-Marie highway prior to the construction of the MUHC. 25 Provide direct support to the development of uni- versities, particularly where real estate development is concerned.
Proceed, in close collaboration with the city's universities, with the planning for Cité universi- Revitalization projects expansion of the Old Brewery Mission in the taire internationale, which Ville-Marie borough, and a series of smaller will serve as a residence Under the Urban Renewal Program, urban revitalization initiatives carried out on for international students. 90 projects have been completed since 2002, Sainte-Catherine Street between Saint- and 20 of these were completed in 2005- Urbain and De Lorimier. Construct the Chabanel including three large-scale initiatives: the train station and continue construction of the library and the cultural developing the Acadie- centre in the Montréal-Nord borough, the Chabanel area.
Launch the first Internet capabilities of the business portal.
Upgrade Saint-Laurent Boulevard as part of the Quartier des spectacles project.
Awards and Distinctions Begin the technical work At the 2005 CIP Awards for Planning required to develop the Excellence,Ville de Montréal's Master Plan Outremont switching yard. won the Community Planning award present- ed by the Canadian Institute of Planners.
26 Montréal Moving Forward A ROOF OVER EVERY HEAD
The City contributes to the residential market by 22 23 encouraging a residential housing offer that balances improved living conditions with a healthy social mix and economic vitality.
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Our Achievements in 2005
Staying the course: Building affordable The housing units created are comfortable, housing safe, and mainly benefit senior citizens and people with low or modest incomes. One To address the shortage of affordable component of the project, however, focuses Montréal in 2005: housing in the Montréal territory, the City on vulnerable people who live alone, priori- pressed ahead with Solidarité 5 000 loge- tizing those who are homeless or at risk of 840,000 housing units on ments, in conjunction with the many partners becoming homeless; of the 726 units Montréal Island of the project.This large undertaking, which reserved for this purpose, 704 were occu- aims to provide affordable housing to several pied in 2005. Similarly, and in keeping with Slightly more than a third target groups, produced 1,627 new housing the goal of diversifying the residential offer, of all residents are owners units in 2005 alone. By the end of the year, Ville de Montréal adopted a strategy under (in 2001) 3,013 housing units were occupied and which affordable housing will be included in 51,000 public and community- another 2,012 were under construction. new residential projects.The strategy aims based housing units Examples of projects completed in 2005 to make certain that at least 15% of new include Château Dignité (47 apartments in housing units built within Montréal fall into 74,000 condominium units the Saint-Léonard borough) and Maison the public and community-based housing Joseph-Vincent (49 apartments in the Ville- category and that 15% produced by the An average selling price of $314,700 for a single-family Marie borough).The Solidarité 5 000 loge- private sector are affordable. dwelling and of $219,000 for ments program is present in 19 boroughs a condominium unit thanks to a $27 million investment from Ville de Montréal, to a $77 million base con- tribution from the City that was reimbursed by the Communauté métropolitaine de Montréal, and to a $287 million investment from the provincial and federal governments.
2005 ANNUAL REPORT Montréal Moving Forward 28
“ I have been living alone for the past few years. Previously, I was living in a poorly insulated residence that was, for a person my age, hard to access and not very safe. Today, I can enjoy the comfort, quality, and wonderful lighting of my new place.There is safe access to the building, and the elevator is practical for my outdoor excursions. ” Translation of a quote by Béatrice Guy-Labelle, Priorities who has been residing in a housing unit belonging to Les Habitations Nouvelles Avenues (HNA) for 2006 since June 2004.
Continue efforts to develop public and community-based housing units, especially for families.
Support private affordable Supporting ownership Montréal and the Québec government housing projects as well contributing a total of $61.8 million to the as initiatives to improve Entering today's residential housing market initiative.These efforts have all helped to existing units under the has become very difficult for first-time buy- diversify and improve the living conditions Rénovation Québec program. ers, especially young families.To date, the of Montrealers. City's Home Ownership Program has helped Extend the duration of the 1,500 households obtain a residential housing Home Ownership Program to unit in Montréal.Ville de Montréal and the December 2007 and raise Québec government have contributed a the maximum purchase price combined $9.3 million in grants to the of eligible housing units. program.
The program is part of a larger strategy aimed at creating a diverse residential park accessible to everyone.Through its various programs, the City initiated the construction of more than 6,750 private housing units, exceeding the objective of 5,000 private units.
Furthermore, many owners were able to greenlight their renovation projects thanks to the Rénovation Québec program, which, from 2002 to 2005, has subsidized renovations made to 23,557 dwellings, with Ville de
29 Montréal Moving Forward A METROPOLIS THAT CARES
“ The quality of life and sense of security that we enjoy in Montréal depend 24 25 on the city's social cohesion. Unlike many other cities, Montréal has successfully achieved this positive social mix in many neighbourhoods. ” Translation of a quote by Michèle Thibodeau-DeGuire, President and Executive Director of Centraide of Greater Montréal. La Cité (2005),Vol. 4, No 1.
Our Achievements in 2005
Fighting poverty and social exclusion Together with its main partners, Centraide and the Direction de la Santé Publique, the Montréal in 2005: In 2003,Ville de Montréal and the City also adopted Initiative de soutien au Government of Québec signed a city con- développement local, a program that supports $2.5 million in support from tract, which includes several measures to fight 30 local tables within the Montréal boroughs. the City to 80-some communi- all forms of poverty and social exclusion. ty organizations From 2003 to 2005, the two partners allo- With various community partners, the City cated over $10 million to some 200 organi- also played an active role in nine projects Contributions amounting to $4.5 million (granted through zations to carry out more than 350 projects aimed primarily at employment insurance the city contract) to fight addressing several issues, such as food securi- recipients and targeting several issues, against poverty and the social ty, scholastic perseverance (stay-in-school including the social integration of immigrant exclusion of certain groups, programs at all levels of education), the women, support to the homeless, homework including street youths socioprofessional inclusion of young adults, assistance, and others. and the development of family and early Participation in issue tables and interventions in about a childhood services. Over the last year, the City also designed a dozen areas, including scholas- social development action plan that will help tic perseverance, prostitution, In addition, an integrated urban revitalization it to reach the Millennium Development youth, homelessness, and program was implemented in five disadvan- Goals (MDGs) set forth by the United urban safety taged neighbourhoods in Montréal.This pro- Nations.This plan will be subject to public 5 integrated urban-revitaliza- gram encourages the public, as well as com- consultation in 2006. tion plans munity and private stakeholders, to lead inte- grated and concerted interventions aimed at 21 local employment centres improving living conditions in these neigh- offering income security servic- bourhoods and at energizing these communi- es under the provisions of an ties by involving the local population. In 2005, agreement with the Ministère de l'Emploi et de la Solidarité local revitalization plans were introduced, and sociale some forty projects were completed or are ongoing.
2005 ANNUAL REPORT Montréal Moving Forward 30
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Priorities for 2006
Bring three new areas into the integrated urban-revital- ization program-for a total of eight areas-to counter poverty in a lasting manner. Access for all Youth support Carry out the 2006 Action The City administration understands that it In 2005,Ville de Montréal consolidated the Plan on universal accessibili- must remain accessible to all citizens, without youth interventions offered to youths aged ty: $1.2 million. discriminating in any way against age, gender, 12 to 25 so that it could offer quality activi- origin or condition. In 2005, it therefore con- ties that are very diverse, accessible, and Renew the social develop- tinued to apply the principle of universal adapted to their needs.These interventions ment component of the access, which consists of four components: are intended not only for young people from city contract. access to buildings; access to programs, underprivileged areas, but also those from services and employment; employee cultural communities as well as young adults awareness and training; and access to seeking employment. communication.The City showed innovation in this matter by creating a Web site adapted Much effort has been invested in the to the specific needs of individuals who have Québec-Pluriel program, the main objective difficulty reading, language problems, or of which is to facilitate entry into the labour intellectual disabilities, becoming the first market for people aged 16 to 35 and who government authority to provide such a are from visible minority groups and cultural service.The City also invested $300,000 communities. Five organizations have con- towards an accompaniment program to tributed to this program, and 375 people enable people living with a disability to were considered for this intervention. benefit from city facilities and recreational services. In December 2005, the City gave concrete form to its commitment to accessibility by adopting its first universal accessibility action plan.
33 Montréal Moving Forward SAFETY:A CONSTANT PRIORITY
“ Rain or shine, I've been at my station for the last 15 years, 26 27 helping to ensure the safety of children who walk to school. What motivates me most about my work is the love of the children and the opportunity to get to know everyone in the neighbourhood. ”
Translation of a quote by Lynda Nammour, a crossing guard in the borough 34 of Côte-des-Neiges–Notre-Dame-de-Grâce.
Our Achievements in 2005
Montréal in 2005: Increased police presence Fire safety and first responders
49 neighbourhood police Since 2004,Ville de Montréal has been After being extensively reviewed, the first stations, 4,200 police officers, working to optimize the Neighbourhood responder service should see the light of and 1,500 civilian employees, Police model that was implemented in 1997. day in Montréal in 2006.The City undertook including 656 crossing guards In response to requests from citizens, the to create such a service, which provides 2,271 fire fighters and 66 fire model was improved, notably by increasing pre-hospital emergency care.This past year, stations on Montréal Island, the visibility of police in neighbourhoods. In the City negotiated an agreement in principle including one fire station on 2005, up to 290 police cadets patrolled the with the Government of Québec regarding Île Sainte-Hélène during the streets and parks on bicycles, and the police the financing of the service, assessed the summer months devoted 169,498 hours to foot patrol. operating costs, and planned the implemen- tation work, among other activities. It should 1,637 fires extinguished To fight the problem of street gangs, the be noted that, for several years now, first 51,085 calls received by the Montréal Police Service also established an responder services have existed in seven Centre de Communication intervention strategy based on research, cities in the West Island and in one du Service de Sécurité prevention, suppression, and communication. Montréal borough. Incendie de Montréal During the last year, this strategy was imple- mented in five boroughs, and several initia- Furthermore,Ville de Montréal strengthened A 9-1-1 emergency centre that has been in place for the last tives were conducted, including an awareness the territory's level of fire safety by opening 20 years, with 97% of the 1.4 campaign, conferences, prevention kits, a new fire station in the borough of Rivière- million calls being answered intervention guides, and school visits. des-Prairies–Pointe-aux-Trembles– on the first ring Montréal-Est.
Ranked 18th among the 251 safest North American cities according to Mercer's 2005 international study on quality of life
2005 ANNUAL REPORT Montréal Moving Forward 35
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37 Priorities for 2006
Implement a new road safety program thanks to the addition of 133 police officers.
Maintain the committee and programs formed to Emergency measures Prevention and the citizen fight street gangs. against all types of disasters When it comes to security, prevention is Progressively implement Committed to protecting citizens from all the best line of defence. For this reason, five police security in metro sets of circumstances,Ville de Montréal is boroughs joined the Montréal urban crime stations. constantly preparing to respond in the event prevention program,Tandem Montréal, of a disaster. In 2005, as part of the City's bringing to 14 the number of boroughs who Implement the initial civil security plan, specific response plans inform residents about various forms of phase of the first respon- were developed for heat waves, floods crime prevention.The City also prepared dents service for the and flu pandemics. a safety guide for lifeguards and a safety entire agglomeration. reference framework for its day camps. A The City also signed an emergency soccer field development guide was also measures protocol with five humanitarian produced together with the Direction de la organizations-Red Cross, Sun Youth, Society promotion de la santé et de la sécurité of of Saint-Vincent-de-Paul, the Salvation Army the ministère de l'Éducation, du Loisir et and Moisson Montréal-whose actions are du Sport du Québec. essential in the event of a disaster.The protocol ensures effective coordination At the end of the year, the City began among the various organizations and upgrading its system of traffic lights, making optimum use of their resources. the roads safer and improving traffic flow. This represented a $10 million investment that came under the 2000 Canada-Québec Infrastructure Program.
38 Montréal Moving Forward A CITY OF GREEN AND BLUE
Montréal's natural heritage is a great asset and must remain a key 28 29 component of the identity of the metropolis and its quality of life. Montréal faces this challenge together with community organizations and private enterprise.
Our Achievements in 2005
Recognition of Mount Royal rounding area, and the terrace and support- ing wall of the monument to Sir George Mount Royal is located at the centre of the Étienne Cartier. island and holds a special place in the hearts Montréal in 2005: of Montrealers and Quebecers. In March 2005, the Québec government declared Trees: Part of city-living in Montréal 1,165 parks in the city, Mount Royal a historical and natural borough including 17 large, publicly under the Cultural Property Act. At the same Montréal has adopted a tree policy, which accessible parks, and 3 natural time, the Mont-Royal Issue Table began is an essential tool for protecting and pre- habitats updating the official plan to protect and senting the city's arboreal heritage and for promote Mount Royal, which will be filed supporting the boroughs in their efforts to 1,600 hectares of protected areas in the park network in December 2006.The City administration plant and care for trees on the territory.The declared May 2005 to be Mount Royal first step in this policy was to evaluate the 116 kilometres of access to Month, demonstrating the firm commitment existing arboreal heritage.To this end, three shorelines in municipal parks to recognize the value of this unique gem in boroughs conducted an inventory of the the heart of our city. trees on their territory. A policy to protect and promote natural habitats as well as a tree policy targeting During the year, the City also adopted a In total, City employees planted 7,500 trees the protection of natural mountain conservation plan and carried out on city territory. In the Sud-Ouest borough, habitats and the city's entire significant work on the mountain. It finished citizens had a memorable experience. network of trees landscaping the skating rink and restored the Accompanied by Frédéric Back, the Pavilion across from Beaver Lake, at a cost Academy-Award winning animator for of $7 million, with the financial support of The Man Who Planted Trees, they helped $2 million from Power Corporation. Also plant 2,280 tree cuttings, transforming a receiving upgrades were the escarpment vacant lot into a beautiful trail of green. stairway (which runs along the mountain slope), the Smith House terrace and sur-
2005 ANNUAL REPORT Montréal Moving Forward 39
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41 Priorities for 2006
Continue developing Mount Royal, an investment of $3.9 million.
Continue to conduct an inventory of the total num- ber of trees in the boroughs and plant 9,500 trees. The ecoterritories Acquisition of natural spaces Acquire land for the purpose In 2005, conservation projects were at In 2005, the City invested $6.2 million to of protecting natural habi- the root of protecting some 125 hectares acquire vast natural spaces.These acquisitions tats.An amount of $13 mil- of natural habitat in the ecoterritories. Areas came as part of a goal to protect, in the end, lion has been earmarked primarily affected were Senneville Woods, 8% of the Montréal territory. for 2006. the Île Bizard Ecoforest Corridor, the Rivière à l'Orme Ecoforest Corridor, the De Hold festivities for the Montigny Stream Basin, and the East 75th anniversary of the Island Greenbelt. Botanical Garden, one of the world's most spectacular Protecting and discovering gardens. Blue Montréal
Fourteen waterside projects were developed, providing Montrealers with new points of access to the water.Work also began to stabilize the Promenade Bellerive shoreline.
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43 Montréal Moving Forward SUSTAINABLE DEVELOPMENT: A DOMINO EFFECT
“ We do not inherit the Earth from our parents, 30 31 we borrow it from our children. ” Antoine de Saint-Exupéry
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Our Achievements in 2005
The domino effect
The domino effect occurs when each citizen, each organization, and each business takes Montréal in 2005: measures to preserve our planet for future generations. By launching its first Strategic 45 7 water treatment plants Sustainable Development Plan for Montréal, to supply drinking water to in collaboration with 80 partners,Ville de A cyclist-friendly city 1.8 million residents Montréal has set in motion a domino effect. Montréal submitted its Plan for Bicycle 920,615 tonnes of residual Accessibility and Mobility in Downtown materials annually and collected by the City Boroughs in sync with sustainable Montréal, in partnership with Vélo Québec. development The plan proposes three new entrance axes: A variety of ways to collect De Maisonneuve Boulevard, the reserved waste from homes or in recov- Three boroughs, Le Sud-Ouest,Ville-Marie, lane on René-Lévesque Boulevard, and from ery centres: household waste, and Villeray–Saint-Michel–Parc-Extension, can the south, the Peel Street axis.These devel- recyclable materials, green residue, hazardous waste, be proud to count themselves among organi- opments will be permanent.The stretch that textiles zations that subscribe to Quartiers 21, a pro- crosses Clark Street, linking up to McGill gram that promotes sustainable development University, was completed in 2005. 6 ecocentres and projects at the local level. Projects included 31 Éco-quartier offices the development of roof gardens, support for energy efficiency, esthetic improvement to A city against the use of pesticides 354 kilometres of bikeways wildlands, and a 20% increase in tree planting. From now on, the use of chemical pesticides for esthetic purposes is prohibited in all boroughs.
2005 ANNUAL REPORT Montréal Moving Forward Priorities for 2006
46 Continue to replace City vehicles with energy-efficient vehicles.
Introduce two industrial ecocentres, one in LaSalle Words to live by: Reduce greenhouse now on, except during severe winter cold and the other in the bor- gases and the consumption of spells, idling the motor of one's vehicle for ough of Saint-Laurent, which resources more than three minutes per hour will be is expected to open in 2008. prohibited. An awareness campaign on this Montréal believes strongly in reducing issue has also been conducted among Compost green residue: an and recycling residual materials, and it has blue-collar workers. investment of $3.6 million. deployed a number of measures to do just that. Recycling has now become standard Standardize the selective practice at public events. Citizens can bring collection of recyclables. their batteries and cellular phones to 65 fire stations to have them recycled. And, the borough of LaSalle showed innovation by organizing an electronic materials collection initiative, the result of which surpassed all expectations, that is, the collection of more than six tonnes.
The City started the second phase of a plan to reduce greenhouse gas emissions by an additional 20%.This commitment will require an investment of $6 million annually over six years. As part of this initiative, the City ordered 86 energy-efficient vehicles and is aiming to replace its entire fleet of sub- compact cars by 2011. It is also proposing a stronger application of the by-law designed to reduce unnecessary vehicle idling. From Montréal Moving Forward A CULTURAL METROPOLIS, A HERITAGE TO DISCOVER
“ Culture has become a fundamental component of Montréal's 32 33 identity, a factor in attracting talent, a major contributor to quality of life, and a sector whose successes on the international scene can serve as an inspiration to all players in the Greater Montréal economy. ” Isabelle Hudon, President and CEO of the Board of Trade of Metropolitan Montréal. La Cité (2006) Vol. 4, No. 4. 47 Our Achievements in 2005
Montréal, cultural metropolis borough, thanks to investments valued at 2005-2015 $8.3 million.
In 2005, Montréal adopted its first cultural Montréal in 2005: development policy. It promotes openness, Libraries, a source of knowledge inclusion, innovation, and quality and has and culture 90 festivals, including several three focuses: accessibility, support for the of international scope arts and culture, and the impact of culture Montréal now has a unique information on the living environment of Montrealers. In system that will ensure harmonization across 65,000 show seats, 200 adopting such a policy, Montréal shows that all of the city's library systems. An amount professional theatre companies, it recognizes culture as being an important of $1.9 million was invested in this project 50 dance companies, and 700 art studios driving force behind development and has during the year. In collaboration with the provided itself with a tool to guide and Québec government, the administration also 2 symphonic orchestras and further enhance this defining characteristic analyzed the current situation of the libraries. a dozen elite contemporary of the city. Some boroughs developed new libraries, music ensembles notably the borough of Côte-des-Neiges- Notre-Dame-de-Grâce. Montréal being The opening of the Grande Bibliothèque du Québec Serving citizens first named “World Book Capital” by UNESCO and the inauguration of the Grande 7 heritage sites and On a daily basis, cultural centres encourage Bibliothèque du Québec were two other 41 designated monuments citizens to take in a variety of cultural experi- events that made 2005 a memorable year. ences by inviting them to participate in a 3 protected historic districts and 105 cultural properties host of professional cultural activities, includ- classified by the Québec ing performances and exhibitions, to name Libraries, a social intervention tool government but a few.The City enhanced its cultural resources with the addition of a new cultural In offering two youth programs, Livres dans centre in the Mercier-Hochelaga- la rue (Books in the street) and Bibliothèques Maisonneuve borough and a cultural and à la rescousse (Libraries to the rescue), the community centre in the Montréal-Nord City actively worked to prevent youths from
2005 ANNUAL REPORT Montréal Moving Forward 48
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Awards and Distinctions The Prix Orange, awarded by Sauvons Montréal, for the Priorities Heritage Policy. for 2006
Extend the service hours
50 offered at libraries and hire additional staff: $2 million.
Begin the construction of two cultural centres in the boroughs of Rivière-des- dropping out of school.Thanks to these pro- population.These works can be seen in par- Prairies-Pointe-aux-Trembles grams, youths from disadvantaged neighbour- ticular in the Marguerite-Bourgeoys Park in and Villery-Saint-Michel-Parc hoods benefited from professional interven- the Sud-Ouest borough, in Square Saint- Extension. tion that encouraged them to read and make Louis in the Plateau-Mont-Royal borough, in more visits to their neighbourhood libraries. the roundabout of René-Lévesque Boulevard Hold a conference celebrat- in Nuns' Island in the borough of Verdun, in ing the 25 years of existence Molson Park in the borough of Rosemont–La of cultural centres and the Popular celebrations Petite-Patrie, and at the Maison culturelle et status of past and future communautaire de Montréal-Nord in the initiatives. Montréal is a festive city. Every year, thou- borough of Montréal-Nord. sands of people take part in cultural events, including the Festival du théâtre amateur, Fête des Neiges, Fête des Enfants, Festival de “Memory, the wellspring of creativity” la danse amateur, Festival intercultural de Montréal, Festival Vues d'Afrique, not to The Heritage Policy, adopted in May 2005, mention renowned festivals such as the aims to conserve and promote Montréal Montréal International Jazz Festival, the Just heritage, render it accessible to citizens and for Laughs Festival, and the Francopholies de tourists, and pass it on to future generations. Montréal. Opération patrimoine architectural de Montréal was held for a 15th consecutive year, from which 32 owners received municipal Artists in the public arena recognition for their efforts to conserve Montréal supports artists. In 2005, Montréal the heritage value contributed $500,000 more to the Conseil of their building. des arts de Montréal and acquired several works, by way of a contest, that will be displayed in parks and at the entrances to public buildings for the benefit of the entire
51 Montréal Moving Forward WORLD-CLASS EVENTS, SPORTS FOR EVERY CITIZEN, RECREATION AT EVERY TURN
“ Montréal has shown that it can compete with 34 35 the biggest and best. ” Translation of a quote by Normand Legault, President and CEO of the Montréal 52 Grand Prix, on Indicatif present, a show broadcast on Société Radio-Canada's main network on April 13, 2004.
Our Achievements in 2005
Major investments Harmonizing services throughout the territory As part of the Three-Year Capital Works program, the City's sport and recreation Some boroughs needed new equipment Montréal in 2005: services were improved to the tune of $59.7 if they were to continue offering quality million in order to enhance the quality living services to a growing population. In 2005, the More than 137 indoor environment of our citizens. City opened a new recreation centre in the sports facilities throughout borough of Rivière-des-Prairies–Pointe-aux- its territory, including arenas, Trembles–Montréal-Est. A picnic and playing pools, and sports centres Renovations to major facilities area was created at Angrignon Park.With a contribution from Hydro-Québec, a new lin- Some 174 outdoor pools and wading pools The pools and the swimmers' pavilion ear park was built into Ruisseau de Montigny at Jean-Drapeau Park were restored in Park. In addition, the Executive Committee More than 130 recreation preparation for the 11th FINA World Aquatic approved the purchase of land on which to centres for the entire family Championships.The City also completed build a new sports and community centre on work to several major parks and facilities; to the Benny farm site. Finally, an indoor pool Major sports centres such as name a few, we refurbished the playing field underwent renovations in Saint-Roch Park the Claude-Robillard sports complex and the Maurice stands and the lighting systems at the tennis located in the borough of Villeray–Saint- Richard arena courts of Jeanne-Mance Park, the playing Michel–Parc-Extension. fields at Concordia University, and the Morgan and Émard baths.We invested $700,000 million into upgrading the Maurice Accessibility Richard arena as well as the playing areas of the Maisonneuve and La Fontaine parks, the A top concern for the City is to ensure that latter representing an investment of more public facilities are accessible to every citizen. than $600,000. A new rollerblading area and For the past several years, it has been basketball area was created at Jarry Park, and engaged in making architectural changes to the tennis centre was also completed. sport and cultural buildings in order to bet- ter accommodate persons with disabilities or
2005 ANNUAL REPORT Montréal Moving Forward 53
54 Priorities Awards and Distinctions for 2006 For Ars Natura, an interactive work, Ville de Montréal won the 2005 Multimedia Award and one of the Grands Prix du tourisme québécois awards. Open the sports and community centre for 55 The city's nature museums took home Vieux-Rosemont. the Coup d'Éclat award for their television campaign. Invest $300,000 in the For having compiled an inventory of project to provide accompa- the acoustic bat population, the City was niment to disabled children presented with the Baines award from the Canadian Association of Zoos and in day camps. Aquariums (CAZA). Install children's games in Jarry Park, Mount Royal Park, and the Insectarium. impaired mobility. Also, in the past two years, museums.They also won several awards in Invest $20 million it has been running a pilot program offering 2005: notable among them were the two towards developing and accompaniment services to children with awards bestowed on the Ars Natura exhibit, refurbishing various sport disabilities in day camps. which graced the rotunda section of the and recreation facilities for Square Victoria metro station.The Biôdome, the boroughs, notably the for the first time ever, created a temporary boroughs of Mercier– World-class events, local infrastructure habitat for one of the largest species of bat, Hochelaga-Maisonneuve, generating even more traffic to the museum Le Sud-Ouest, Saint-Léonard, Every year, Montréal is host to a number in 2005. An important collaborative agree- and Pierrefonds-Roxboro. of international sporting events. Not only do ment was signed between Ville de Montréal these events draw visitors from around the and the Paris National Museum of Natural Help build the new world, they are important sources of inspira- History, and finally, the nature museums sports and cultural complex tion for the city's youth, and the world-class adopted a customer-based approach policy. facilities used become available to future that will be home to TAZ generations of Montrealers. In 2005, the city (a Montréal community played host to the 11th FINA World Aquatic organization) in the west Championships, the 2005 Beach Volley World part of the Saint-Michel Tour, the Montréal Games, the 2002-2005 environmental complex. Défi Sportif for athletes with a Disability, and, for a fourth year, the Montréal World Cup Road Race featuring the world's best female cyclists.The city is also a stop on the Rogers Cup tennis tour, which took place at Uniprix Stadium in Jarry Park.
Popular nature museums
Once again, the city's nature museums con- firmed their status as must-see destinations in Montréal, as 1,685,000 people visited these
56 Montréal Moving Forward RESPONSIBLE, DISCIPLINED MANAGEMENT OF MUNICIPAL AFFAIRS
“ The City's prudent budgetary framework has produced 36 37 higher-than-expected financial results each year. ” Moody's Investors Service, March 2005.
Our Achievements in 2005
Substantial savings these investments in cash, on time, and without increasing debt. In 2005, we were able to achieve some $80 million in recurring budgetary savings Montréal in 2005: through the application of various measures. Seeking new sources of revenues When added to the recurring budgetary A budget of approximately savings of the previous three years, which Montréal held intense negotiations with $4.0 billion amount to approximately $125.7 million, the all levels of government in search of new total amount of recurring savings comes to sources of funding for the City. In this regard, 27 boroughs, 9 corporate $205.7 million on an annual basis. In addition, in 2005, the federal and provincial govern- departments, and numerous we signed an agreement on the refinancing ments announced that they would be business units, paramunicipal agencies, and other organiza- of the initial actuarial debt of the pension creating a program under which municipal tions with specific missions plans of the former Ville de Montréal's infrastructure would be financed using firefighters.The agreement will allow us to revenues from the federal fuel excise tax. 30,450 employees generate additional savings of approximately In addition, the city's current tax agreement $220 million over the next forty years. with the province was extended for another A population of 1,871,770 year, but discussions to renegotiate this and an average of 2.2 people per household agreement are ongoing. Also remaining a priority are the needs to create new sources 425,166 buildings valued at Investing in infrastructure without of financing and to establish a financial and $133.2 billion increasing debt institutional framework for public transit.
Various tax revenues of approximately $2.7 billion Montréal has decided to reinvest massively in infrastructure, an initiative that calls for the implementation of a large-scale rehabilitation program. Fund creation will allow the City to create reserves and, in the end, to pay for
2005 ANNUAL REPORT Montréal Moving Forward
57
Awards and Distinctions The Government Finance Officers Association (GFOA) presented Ville de Montréal with several awards: an 58 Award of Excellence for the presenta- tion of its 2003 budget documents, a Priorities Certificate of Recognition in the Outstanding Policy Document for 2006 category, and a Canadian Award for Financial Reporting for its 2004 Continue with negotiations financial report. aimed at diversifying revenue streams, at renegotiating the city's tax agreement, and at defining a new financial and institutional framework for The result of sound management Upgrading tools public transit.
In 2005, our sound financial management Under the goal of modernizing management Modernize work methods practices did not go unnoticed.Ville de tools, the City invested $12.1 million to and computerized manage- Montréal's credit rating improved from A2 implement an integrated system that man- ment systems. to A1 thanks to responsible financial manage- ages human, financial, and material resources. ment and an encouraging economic outlook. Continue the equal access The new rating provides the City with to employment program and greater access to capital markets and to Relocating the Rosemont Shops implement a development better rates. and succession plan. The relocation of the municipal shops in Rosemont to an industrial sector of Employees of all ethnic backgrounds Mercier–Hochelaga-Maisonneuve allowed for a modernization of equipment and Through its equal access to employment greater productivity. program, the City has taken measures to increase the representation of women, aboriginals, and members of visible or ethnocultural communities among its employees. As at December 31, 2005, 66.1% of new hires were members of one or another of these groups. Promotional campaigns were also disseminated among these target groups.
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Montréal Moving Forward AN ORGANIZATION THAT LISTENS TO CITIZENS
38 39 “ Participative democracy tries to find a consensus among citizens. People learn to understand the realities facing others. It isn't important who's wrong or who's right-what's important is the exchange, finding common ground. City living means knowing how to live together. ” Translation of a quote by Anne Latendresse, Professor of Social Geography at UQÀM, public venue, Montréal, September 2004.
Our Achievements in 2005
Democracy recognized of the city's large parks.The City's organiza- tional profile is completed by business units Montréal recognizes the principle that charged with specific missions, such as the everyone must be able to influence the office of the auditor general, the electrical Montréal in 2005: decisions that affect them. Accordingly, the services commission, the public service com- City has developed several ways to foster mission, paramunicipal corporations and The mayor and 73 councillors, participative democracy. other bodies, such as the Office municipal who form the city council d'habitation de Montréal (OMHM), the Société de développement de Montréal 27 borough councils, represent- A decentralized organization (SDM) and the Société de transport de ed by 104 elected officials Montréal (STM). An executive committee Ville de Montréal is a decentralized organiza- 1 consisting of 11 members, tion divided into 27 boroughs . Each bor- It should be noted that, following referen- including the mayor ough council has jurisdiction over the local dums held in 2004 on reorganizing the terri- services offered to borough citizens, such as tories of specific municipalities, 15 former Participative public consultation garbage collection, snow removal, local road municipal territories decided to return to the bodies: 7 permanent council maintenance, the adoption of urban planning status of municipality. According to legislative commissions, a public security commission, and a public con- regulations, the issuance of permits, the main- provisions, this new model of municipal sultation bureau tenance of parks, and the programming of organization came into effect on the island sports and leisure activities. on January 1, 2006, and all municipalities on 5 city council committees Montréal Island (a total of 16) would then be (on the arts, heritage, intercul- The City also has nine corporate depart- linked by an agglomeration council.Work on turalism, youth, and the status of women) ments exercising central jurisdictions, such as the implementation of this new territorial developing a master plan, housing policies, organization was completed in 2005, and the and emergency preparedness plans; the man- agglomeration council held its first meeting in agement of water purification plants and December 2005. wastewater treatment; economic, cultural, and social development; and management 1 According to the governance model in effect in 2005. A new model of municipal organization came into effect on January 1, 2006, and Ville de Montréal now has 19 boroughs. Montréal Island has 16 municipalities.
2005 ANNUAL REPORT Montréal Moving Forward 60
61 Priorities for 2006
Host the 69th Annual Conference of the Federation of Canadian Municipalities, to be held in Montréal from June 1st to June 6th. More information, faster - Proposal for a cultural development policy for Ville de Montréal Provide Internet broadcasts Most of the boroughs regularly publish - A proposed heritage policy for Ville of sittings of the Saint- newsletters. In addition, the City's Internet de Montréal Laurent and Outremont portal provides rapid access to a wide range borough councils. of useful information on services as well as to the decisions of borough councils. Citizens The Council's permanent commissions held Give effect to the Montréal can also learn more about their city by public meetings on various subjects, including Charter of Rights and listening to L'Heure de Montréal, a series emergency preparedness and the budget. Responsibilities. of 42 one-hour broadcasts about Montréal news on the Vox channel.
A thousand ways to be heard
The City consults citizens on all major issues. Consultation takes place through the two existing consultative and participative bodies: a public consultation bureau and the coun- cil's permanent commissions.The City has even adopted a new policy addressing con- sultation and public participation. In 2005, the Office de consultation publique de Montréal held consultations on three major issues: Continued - The McGill University Health Centre (MUHC)–Shriners Hospital– modifications to the Master Plan Montréal Moving Forward AN ORGANIZATION THAT LISTENS TO CITIZENS (CONTINUED)
40 41 Our Achievements in 2005
More and more, the City is incorporating fairly and with respect. In 2005, the public participation into its operations. For Ombudsman paid particular attention to example, a consultation process is now part strengthening ties with Montréal's cultural and parcel of every procedure related to the communities, to meeting with a variety of protection and development of natural areas. community groups representing Montréal Consultations take different forms: the con- cultural communities, and to developing cerned parties may actively participate in tools to make services more accessible working groups, roundtables, or public assem- and more widely known. blies.
The Plateau-Mont-Royal has been preparing an innovative project on the matter of public participation-a formal process for participa- tive democracy-in which sittings of the bor- ough council are broadcast on the Internet. Citizens can also address questions to the council and will eventually be able to take part in online forums.
A charter of rights and responsibilities
Montréal has adopted the Montréal Charter of Rights and Responsibilities, which commits the City and its entire personnel to ongoing 62 improvement of public services.The Charter will contribute to improvements in the quali- ty of public services.
The ombudsman, a recourse that is always accessible
Montréal was the first Canadian city to create an ombudsman position.The ombuds- man intervenes when required to ensure that the municipal rights of citizens are respected and that their cases are treated
2005 ANNUAL REPORT Montréal Moving Forward 63
Montréal Moving Forward POLITICAL ORGANIZATION
42 43
2005 ANNUAL REPORT Montréal Moving Forward ADMINISTRATIVE ORGANIZATION
Montréal Moving Forward THE EXECUTIVE COMMITTE
44 45
Gérald Tremblay Claude Dauphin Mayor Responsible for transportation, the road system, traffic and Responsible for issues of democracy, youth, international the transportation system Councillors and relations, intergovernmental relations and intercultural relations associate councillors Alan DeSousa Frank Zampino Responsible for sustainable and economic development Chairman Michael Applebaum Responsible for finance, taxation, strategic management, human Helen Fotopulos Dominic Perri capital, administrative services, corporate affairs and investment Responsible for Mount Royal, green and blue spaces, parks, projects scientific institutions and the status of women Manon Barbe Marcel Tremblay Francine Senécal Stéphane Harbour Vice-Chairwoman Responsible for land-use planning, urban planning and Carol Beaupré Responsible for culture and heritage architecture Claude Trudel Michel Prescott Cosmo Maciocia Richard Deschamps Vice-Chairman Responsible for housing, the Solidarité 5000 logements Monique Worth Responsible for sports and leisure operation, social and community development and income security Georges Bossé Responsible for public safety, special projects, paramunicipal organizations and the downtown area
2005 ANNUAL REPORT Montréal Moving Forward MEMBERS OF THE CITY COUNCIL AND OF THE BOROUGH COUNCILS1
Gérald Tremblay Searle, Jeremy Mayor District of Loyola Senécal, Francine District of Côte-des-Neiges ARRONDISSEMENTS Tremblay, Marcel District of Décarie Ahuntsic-Cartierville Zajdel, Saulie District of Darlington Beauchamp, Maurice District of Saint-Sulpice Belleli, Hasmig Côte-Saint-Luc–Hampstead–Montréal-Ouest District of Acadie Eloyan, Noushig (Borough's Mayor) Berku, Dida District of Cartierville Libman, Robert (Borough's Mayor) Lapointe, Pierre Housefather,Anthony District of Ahuntsic Polcaro,Achille District of Sault-au-Récollet Dollard-Des Ormeaux–Roxboro
Janiszewski, Edward Anjou (Borough's Mayor) Zingboim, Howard Beaupré, Carol Bayouk, Zoe Miranda, Luis (Borough's Mayor) Hénault,Andrée Dorval–L’Île-Dorval
Beaconsfield-Baie d’Urfé Yeomans, Peter B. (Borough's Mayor) Myles,Anne (Borough's Mayor) Bourbeau, Robert M. Birnie, James A. District of Strathmore District of James Morgan Rouleau, Edgar A. Parent,Anne-Marie District of Désiré-Girouard District of Beaurepaire
Côte-des-Neiges–Notre-Dame-de-Grâce
Applebaum, Michael (Borough's Mayor) District of Notre-Dame-de-Grâce 1 In conformity with the act on municipal mergers, certain boroughs are divided into Rotrand, Marvin electoral districts. In these cases, the district name is indicated below that of the councillor. District of Snowdon member of the City Council and of the borough council borough councillor Montréal Moving Forward MEMBERS OF THE CITY COUNCIL AND OF THE BOROUGH COUNCILS1 (CONTINUED)
Kirkland Mercier–Hochelaga-Maisonneuve 46 47 Meaney, John W. (Borough's Mayor) Dompierre, Richer Gibson, Michel District of Maisonneuve District of Côte-Sainte-Marie Faust, Lyn MacDonald, Brian B. District of Louis-Riel District of Brunswick Larivée, Luc District of Hochelaga Le Duc, Ivon (Borough's Mayor) Lachine District of Tétreaultville Saint-Arnaud, Claire Cowell-Poitras, Jane District of Longue-Pointe Dauphin, Claude (Borough's Mayor) Blanchet, Bernard Montréal-Nord
Gibeau, Jean-Marc LaSalle Infantino, James V. Parent, Marcel (Borough's Mayor) Barbe, Manon Fortin, Normand (Borough's Mayor) District of Ovide-Clermont Deschamps, Richard Morin, Georgette L. Farinacci,Alvaro District of Marie-Clarac Kaluzny, Oksana District of Sault-Saint-Louis Vadacchino, Michael Mont-Royal District of Cecil P.Newman Caron, Suzanne (Borough's Mayor) L’Île-Bizard–Sainte-Geneviève– Carrie, Cliff Sainte-Anne-de-Bellevue District of Frederick G.Todd Stephens, Nicholas Cardinal, Jacques District of Rockland (Borough's Mayor) Bélanger, Richard District of Jacques-Bizard Tierney, Bill District of l'Anse-à-l'Orme
2005 ANNUAL REPORT Montréal Moving Forward Outremont Rivière-des-Prairies–Pointe-aux-Trembles–Montréal-Est
Harbour, Stéphane (Borough's Mayor) Maciocia, Cosmo (Borough's Mayor) Cinq-Mars, Marie District of Marc-Aurèle-Fortin District of Joseph-Beaubien Minier, Marius Piquette, Claude B. District of Pointe-aux-Trembles District of Jeanne-Sauvé Paul, Colette District of Bout-de-l'Île Plante, Michel Pierrefonds-Senneville District of Rivière-des-Prairies
Ward, Bertrand A. Worth, Monique (Borough's Mayor) Rosemont–La Petite-Patrie Leblanc, René E. Bourque, Pierre District of Marie-Victorin Le Plateau-Mont-Royal Larouche, Denise (Borough's Mayor) District of Vieux-Rosemont Fotopulos, Helen (Borough's Mayor) Plante, Jean-François District of Mile End District of Louis-Hébert Poulin, Christine Purcell, François District of Laurier District of Saint-Édouard Prescott, Michel Thibault, Nicole District of Jeanne-Mance District of Étienne-Desmarteau Tétrault, Nicolas District of Plateau-Mont-Royal Saint-Laurent
Pointe-Claire DeSousa,Alan (Borough's Mayor) Vacant McMurchie, Bill (Borough's Mayor) Vacant Iermieri,Aldo Biron, Michèle D. District of Donegani District of Norman McLaren Trudeau, Morris Cohen, Maurice District of Valois District of Côte-de-Liesse
1 Conformément à la loi, certains arrondissements sont divisés en districts électoraux. Dans ces cas, le nom du district est indiqué sous le nom du conseiller ou de la conseillère.
membre du conseil municipal et du conseil d’arrondissement conseillère ou conseiller d’arrondissement Montréal Moving Forward MEMBERS OF THE CITY COUNCIL AND OF THE BOROUGH COUNCILS1 (CONTINUED)
Saint-Léonard Villeray–Saint-Michel–Parc-Extension 48 49 Bissonnet,Yvette Deros, Mary Perri, Dominic District of Parc-Extension Zampino, Frank (Borough's Mayor) Lachance, Sylvain Battista, Mario District of Villeray District of Port-Maurice Samson,Anie Zambito, Robert L. District of Jarry District of Grande-Prairie Tamburello, Paolo (Borough's Mayor) District of Saint-Michel Le Sud-Ouest Venneri, Frank District of Jean-Rivard Bousquet, Robert District of Émard Hamel, Line Westmount District of Louis-Cyr Montpetit, Jacqueline Marks, Karin (Borough's Mayor) (Borough's Mayor) District of Pointe-Saint-Charles De Castell, John District of Côte-Saint-Antoine Lulham, Cynthia Verdun District of W. D. Lighthall
Bossé, Georges (Borough's Mayor) Dugas, Laurent Trudel, Claude Gallagher, John District of Desmarchais-Crawford Marotte, Ginette District of Champlain
Ville-Marie
Laramée, Robert 1 In conformity with the act on municipal mergers, cer- District of Saint-Jacques tain boroughs are divided into electoral districts. In these Lemay, Martin (maire d’arrondissement) cases, the district name is indicated below that of the District of Sainte-Marie councillor. O’Sullivan-Boyne, Louise District of Peter-McGill member of the City Council and of the borough council borough councillor
2005 ANNUAL REPORT Montréal Moving Forward STANDING COMMITTEES OF COUNCIL AND COMMISSION DE LA SÉCURITÉ PUBLIQUE
Commission de la Commission sur la Commission sur les Commission de la présidence du conseil mise en valeur du affaires corporatives, sécurité publique territoire et le la gestion stratégique, Chairman patrimoine le capital humain et Chairman Marcel Parent la diversité ethno- Peter B.Yeomans Chairman culturelle Vice-chairwoman Richard Deschamps Vice-chairman Claire Saint-Arnaud Chairman Marcel Tremblay Vice-chairman Claude Trudel Members Marvin Rotrand Members Dida Berku Vice-chairwoman Carol Beaupré Laurent Dugas Members Mary Deros Jean-Marc Gibeau Luc Larivée Michèle D. Biron Lyn Thériault-Faust Cosmo Maciocia Robert M. Bourbeau Members Monique Worth Colette Paul Jacques Cardinal Carol Beaupré Samir Rizkalla Marvin Rotrand Richer Dompierre Maurice Cohen (representative of the Anie Samson François Purcell Sylvain Lachance Québec governement) Robert L. Zambito Christine Poulin Nicolas Tétrault Nicole Thibault Commission sur le transport, Commission sur le la gestion des développement cul- infrastructures turel et la qualité du Commission sur et l’environnement milieu de vie les finances et les services administratifs Chairman Chairwoman Manon Barbe Jane Cowell-Poitras Chairman Bertrand A.Ward Vice-chairman Vice-chairwoman Maurice Beauchamp Hasmig Belleli Vice-chairman Frank Venneri Members Members Michael Applebaum Mario Battista Members Richard Bélanger Marie Cinq-Mars Manon Barbe Robert Bousquet Sylvain Lachance Jean-Marc Gibeau Marius Minier Ginette Marotte Line Hamel Anne-Marie Parent Marius Minier Claude B. Piquette Achille Polcaro Jean-François Plante Michel Plante Edgar A. Rouleau
Montréal Moving Forward 2005 FINANCIAL RESULTS
2005 FINANCIAL ANALYSES 50 51 2005 2004 In thousands of dollars Budget Actual Actual
Revenues 3,944,760 4,023,394 3,834,321
Operating expenditures 3,552,350 3,513,356 3,324,442 Other financial activities 427,740 448,291 443,469 Surplus (deficiency) (35,330) 61,747 66,410 Appropriations - surplus 39,429 99,744 79,089 Appropriations - reserved funds (4,099) (950) (17,288) Repayment of net obligation of pension plans (410,977) Long-term financing of financial activity expenditures 413,385 769 Surplus for the year 162,949 128,980
2005 SURPLUSES As per accounting rules set by the ministère des Affaires Municipales et des Régions The end of fiscal 2005 marked the last year (MAMR), the presentation of financial activi- of activities for the City as it was organized ties for 2005 incorporates transactions relat- since the amalgamation of Montréal Island ed to prior years' accumulated surpluses and municipalities of January 1, 2002. In each of reserved funds in the current year's results. these four years, actual revenues exceeded Taking into account budgeted appropriations operating expenditures, repayment of long- and appropriations added during the year, an term debt, and the cash settlement of amount of $98.8 million was added to the expenditures on capital assets.The surplus excess of revenues over expenses mentioned grew from $3.6 million in 2002 to $61.7 mil- in the previous paragraph.The surplus for lion by the end of 2005. As a result, the 2005 therefore stood at $160.5 million. City's margin for financing expenses without drawing on its surpluses grew significantly over these years, and this is reflected in the budgets of those years.The budgeted short- fall in revenues for 2002 was $88.6 million, as compared to $35.3 million for 2005.
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MAMR also calls for financial activities to presenting comparative data, operating include long-term financing of operating expenditures exclude the cost of this expenditures. As an exception, the City is actuarial deficit. allowed to borrow to finance certain types of operating expenditures. In 2005 the City In addition, in order to comply with the secured refinancing, for firefighters, the actu- conditions of certain governmental subsidies, arial deficit of the former Ville de Montréal, in 2005 the City borrowed $2.4 million to which began in 2003.This deficiency began in finance some of these operating expendi- 2003. In 2005, the City added $411 million tures. Including this last item, the total surplus to the $1.2 billion in refinancing completed for 2005 came to $163 million. in 2003.This strategy generated budgetary, fiscal, and financial benefits, and it has cut overall expenses for the next 40 years by over a billion dollars. Given the exceptional nature of this transaction, particularly in terms of its size, and in the interests of
2005 REVENUES
2005 2004 In thousands of dollars Budget/ 2004/ Budget Actual Actual Actual 2005 Variance Variance
Taxes 2,675,945 2,691,682 15,737 2,599,580 92,102 Payments in lieu of taxes 244,605 251,369 6,764 222,840 28,529 Other revenues from local sources 613,923 644,816 30,893 618,379 26,437 Transfers 494,864 501,821 6,957 459,696 42,125 Specific revenues transferred to investment activities (84,577) (66,294) 18,283 (66,174) (120) Total 3,944,760 4,023,394 78,634 3,834,321 189,073
Montréal Moving Forward 2005 FINANCIAL RESULTS (CONTINUED)
Continuing a trend of several years, the of which $2 million were generated exclu- 52 53 economic climate in 2005 favoured building sively within the Ville-Marie borough. construction, which represents the City's main taxation base. Budget forecasts for For 2005, MAMR adopted a new means for 2005 had already accounted for such strong presenting revenues that included the deduc- performance, anticipating a $90 million tion of specific revenues for capital works. increase in tax revenues as compared to This is why a negative amount has been 2004. At $2.7 billion, reported tax revenues reported in revenues for 2005,“Specific rev- for 2005 confirmed our forecast; the City enues transferred to investment activities.” even recorded a small surplus of $16 million This change has not affected the financial in this revenue category. activities surplus, and it corresponds exactly with investment activities. Higher-than-expected values following the construction of or modifications to certain government buildings helped raise actual rev- enues for payments in lieu of taxes collected from the federal and provincial governments. For example, payments in lieu of taxes grew because of the restoration of the Québec Court of Appeals building and construction of the Grande Bibliothèque du Québec.
Favourable economic conditions also resulted in the City collecting over $20 million more in real estate transfer fees.The number of transactions fell approximately 4% in 2005, yet a record number of transfers exceeding $100,000 were invoiced in 2005, and the average value of other transactions grew by almost 10%.
The strong economy also generated higher permit revenues. A favourable variance of slightly more than $4 million was reported,
2005 ANNUAL REPORT Montréal Moving Forward 66
OPERATING EXPENDITURES AND OTHER FINANCIAL ACTIVITIES
2005 2004 In thousands of dollars Budget/ 2004/ Budget Actual Actual Actual 2005 Variance Variance
Salaries and employee contributions 1,802,260 1,775,815 26,445 1,669,737 106,078 Transportation and communication 38,252 39,065 (813) 37,193 1,872 Professional, technical and other services 258,552 259,761 (1,209) 218,268 41,493 Rental, maintenance and repairs 152,861 143,770 9,091 136,175 7,595 Durable and non-durable goods 250,085 259,298 (9,213) 245,576 13,722 Financing expenses 434,654 413,338 21,316 435,994 (22,656) Contributions to organizations 420,752 449,192 (28,440) 443,925 5,267 Other 194,934 173,117 21,817 137,574 35,543
Total operating expenditures 3,552,350 3,513,356 38,994 3,324,442 188,914
Repayment of long-term debt 425,599 431,334 (5,735) 418,307 13,027 Other transfers to investment activities 2,141 16,957 (14,816) 25,162 (8,205) Total operating expenditures and other financial activities 3,980,090 3,961,647 18,443 3,767,911 193,736
At slightly more than $1.77 billion, compen- $1.8 billion had forecast an approximately sation costs still represent the City's largest $133 million increase in the cost of compen- expenditure.They account for almost 45% of sation as compared to the actual cost for operating expenditures and other financial 2004. activities.The budgeted amount for 2005 of Montréal Moving Forward 2005 FINANCIAL RESULTS (CONTINUED)
The number of people employed by the City The Société d'habitation et de développe- 54 55 remained relatively unchanged from 2004, ment de Montréal: $2.7 million but compensation cost grew because of a 2.5% indexation of salaries, employees The Société du parc Jean-Drapeau: advancing within their salary scales, growing $9.1 million contributions to retirement plans, and the cost of pay equity and higher occupational The Société de développement de health and safety (CSST) costs. Montréal: $2.4 million
In 2005, the City paid close to $29 million The Conseil des arts de Montréal: more in financial contributions to organiza- $10 million tions that participate in service delivery to citizens or contribute to the city's develop- The public consultation office: $1.5 million ment.The largest of these contributions, an amount of $276 million, $7 million more Business development corporations: than budgeted, went to the Société de trans- $7.2 million port de Montréal so that the Société could better respond to user needs. Pointe-à-Callière, the Montréal museum of archaeology and history: $4.1 million Still in the area of transportation, the contri- bution to the Agence métropolitaine de Chinatown Cultural Centre: $1.3 million transport came to $28.8 million.The other substantial million-dollar amounts contributed Local development centres: $14.3 million to organizations working in different areas of interest to the city included:
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The “Other” category of expenditures Subsidy revenues from the Québec consists primarily of subsidy programs that government and its businesses collected encourage residential renovation and that by the City support access to affordable housing. It also includes budgets for contingencies and gen- Investment revenues from the sinking eral administrative expenditures in an fund amount of approximately $48 million.This expenditure budget contains amounts for Collections in the form of royalties unforeseeable activities that, when they arise, from the underground conduits fund are often re-allocated to the appropriate (royalties from the Commission des activities.This explains part of the budget sav- services électriques) ings the City has posted. 2005 expenditures in millions of dollars to the main subsidy programs were: Financing charges and annual repayments AccèsLogis: $12 million totalled $845 million in 2005, compared to a budgeted amount of $860 million.This repre- Revitalisation des quartiers centraux: sents a $15 million saving that, for the most $44.3 million part, represents interest costs.The City was able to borrow at a lower interest rate than Logement abordable Québec: the 6% used in preparing the budget. Good $20.9 million cash management also contributed to the deferral of some borrowings to later dates. In Coopération industrielle de Montréal: addition, other debt management costs, such $10 million as exchange, discount and issuance costs, were lower than expected. On the other hand, in anticipation of the repayment of debt attributable to reconstituted municipali- Debt management constitutes the City's ties, debt financing in 2005 was reduced by second largest expenditure, accounting for $200 million, as were borrowings to refi- approximately 21% of operating expenses nance their historical debt. and other financial activities. However, the net cost of financing charges to Montréal taxpay- As part of the strategy to refinance the initial ers represents 14% of the City's operating actuarial debt of certain retirement plans, the expenditures and other financial activities City repaid the initial actuarial debt of the after the following revenue items are former Ville de Montréal's firefighters. In removed from the City's total expenditures exchange, borrowings were issued to partial- in this area: ly refinance this debt.This refinancing had not been foreseen in the 2005 budget. Montréal Moving Forward 2005 FINANCIAL RESULTS (CONTINUED)
INVESTMENT ACTIVITIES 56 57 2005 2004 In thousands of dollars Budget/ 2004/ Budget Actual Actual Actual 2005 Variance Variance
Asset classes Infrastructures - road 260,881 222,082 38,799 224,386 (2,304) Infrastructures - water 134,689 89,225 45,464 91,143 (1,918) Parks and green spaces 60,435 56,762 3,673 50,476 6,286 Buildings 79,524 109,505 (29,981) 92,359 17,146 Office furniture and equipment 46,570 49,431 (2,861) 49,942 (511) Other 64,157 80,258 (16,101) 50,552 29,706
Total 646,256 607,263 38,993 558,858 48,405 Responsibility Boroughs 215,783 211,821 3,962 226,104 (14,283) Corporate departments 430,473 395,442 35,031 332,754 62,688
Investment expenditure growth continued in Although the rate of investment expenditure 2005. Expenditures grew from $380.8 million accelerated, expenditures were not sufficient in 2002 to almost $607 million in 2005, an to fully attain the 2005 budget objective, increase of 57%.This represents funds spent which was set at $646.3 million.The bor- on the capital assets needed to deliver serv- oughs completed 98% of their budgeted ices to taxpayers. work, compared to a 91% completion rate for corporate departments.
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ACCUMULATED SURPLUSES AND RESERVED FUNDS
In thousands of dollars 2005 2004 Variance
Accumulated surpluses 333,997 292,660 41,337 Reserved funds 42,888 50,406 (7,518) Total 376,885 343,066 33,819
Accumulated surpluses and reserved funds increased $34 million in 2005.
Excluding the specific rule applied to Québec municipalities, under which transactions on accumulated surpluses and reserved funds must be reflected in the financial activities of the current year,“the excess of revenues over operating expenditures and other finan- cial activities” stood at $62 million.This con- stituted the main item in the increase.
Most of the net variance of $34 million is attributable to a $62 million increase and a $31 million decrease drawn from accumulat- ed surpluses and reserved funds and used to finance investment expenditures (see the Statement of Investment Activities on page 6 of the Financial Report).
71 Montréal Moving Forward ANNUAL FINANCIAL REPORT 2005 Montréal Moving Forward
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Canadian Award for Financial Reporting to the Ville de Montréal for its annual financial report for the fiscal year ended December, 31, 2004. The Canadian Award for Financial Reporting program was esta- blished to encourage municipal governments through- PDF États financier out Canada to publish high quality financial reports and to provide peer recognition and technical gui- dance for officials preparing these reports.
In order to be awarded a Canadian Award for Financial Reporting, a government unit must publish an easily readable and efficiently organized annual financial report, whose contents conform to program standards. Such reports should go beyond the mini- mum requirements of generally accepted accounting principles and demonstrate an effort to clearly com- municate the municipal government's financial picture, enhance an understanding of financial reporting by municipal governments, and address user needs.
A Canadian Award for Financial Reporting is valid for a period of one year only. We believe our current report continues to conform to the Canadian Award for Financial Reporting program requirements, and we are submitting it to GFOA. Montréal Moving Forward PHOTO INDEX
Cover page: Cathedral-Basilica 27. Josef-Janot housing, Rivière-des- 52. Skateboarding, Saint-Laurent of Mary Queen of the World, Prairies–Pointe-aux-Trembles borough Ville-Marie borough (project for families) 53. Traverse flute, Le Sud-Ouest 28. Béatrice Guy-Labelle borough 1. Citizens, Rosemont–La Petite- Patrie borough 29. Les Brises de Lachine, Lachine 54. Bain Émard, Le Sud-Ouest borough (project for semi- borough 2. Citizen,Villeray–Saint-Michel– autonomous seniors) Parc-Extension borough 55. Soccer, La Fontaine Park, 30. Notre-Dame Street East, Old Rosemont–La Petite-Patrie 3. Citizen,Ville-Marie borough Montréal borough 4. Citizens,Anjou borough 31. Elderly gentleman and child 56. Pool at the Complexe sportif 5. Ville de Montréal employees 32. Chinatown,Ville-Marie borough Claude-Robillard,Ahuntsic- Photo Credits: Cartierville borough 6. Water-Polo, IASF, Jean-Drapeau 33. Montréal Museum of Fine Arts, Park,Ville-Marie borough Ville-Marie borough 57. Downtown buildings,Ville-Marie borough 7. Cirque du Soleil, Festival 34. Crossing guard, Côte-des-Neiges– Jonathan Arseneault International de Jazz de Montréal, Notre-Dame-de-Grâce borough 58. University Street,Ville-Marie Ville-Marie borough borough Jean-Jacques Bédard 35. Fire station 14, Rivière-des- 59. Édifice Lucien-Saulnier (Service des 8. International Air Transport Prairies–Pointe-aux-Trembles Nathalie Bélanger Association (IATA) building, borough finances de la Ville de Montréal), Ville-Marie borough Old Montréal Patrice Bériault 36. Notre-Dame Street East, 60. Montréal City Hall, Old Montréal 9. Hotel Gault, Old Montréal Old Montréal Gérald Brosseau 10. Quartier international, La Joute 37. Simulated terrorist attack in 61. Montréal City Council boardroom, by Jean-Paul Riopelle,Ville-Marie the downtown area,Ville-Marie Montréal City Hall Colette Charron borough borough 62. Ville de Montréal Web portal Marie Chouinard 11. Intercultural Library, Côte-des- 38. Traffic light upgrade 63. Mont-Royal metro station, Plateau- Neiges–Notre-Dame-de-Grâce Mont-Royal borough Sylvain Clermont borough 39. Mount Royal Lookout,Ville-Marie borough 64. Chinatown,Ville-Marie borough Marc Cramer 12. Garbage attendant, Le Sud-Ouest borough 40. The Chinese Garden, Montréal 65. Mount Royal Cross seen from Danielle Dionne Botanical Garden, Rosemont–La Jean-Drapeau Park,Ville-Marie 13. La Fontaine Park, Plateau- Petite-Patrie borough borough Caroline Durocher Mont-Royal borough 41. Jean-Drapeau Park,Ville-Marie 66. Downtown,Ville-Marie borough Jean-Jacques Hubert 14. Molson Park, Rosemont– borough La Petite-Patrie borough 67. Villeray neighbourhood,Villeray- Karine Julien 42. Promenade Bellerive, Rivière-des- Saint-Michel-Parc-Extension 15. Graffiti removal, Le Sud-Ouest Prairies–Pointe-aux-Trembles borough Denis Labine borough borough 68. The Old Port, Mercier–Hochelaga- Jean-François Leblanc 16. Rue De Bleury,Ville-Marie borough 43. Refrigerated skating rink at Beaver Maisonneuve borough 17. Place des Arts fountain,Ville-Marie Lake on Mont-Royal,Ville-Marie 69. Saint Catherine Street,Ville-Marie Jennifer Maduro borough borough borough Joe Passaseo (SPVM) 18. Peel metro station.Ville-Marie 44. Recycling 70. Saint-Denis Street, Plateau- borough 45. Cyclist on a Montréal street Mont-Royal borough Martine Vandal 19. Du Parc-Des Pins Interchange, 46. Botanical Garden, Rosemont– 71. McGill University,Ville-Marie Ville de Montréal Ville-Marie and Plateau-Mont-Royal La Petite-Patrie borough borough boroughs 47. Le Sacre du printemps, choreogra- 20. Cyclist on a Montréal street phy and photo: Marie Chouinard; 21. CGI building, Duke Street, dancers: Mathilde Monnard and Divider: Downtown,Ville-Marie Ville-Marie borough Dominique Porte borough 22. McGill College Avenue,Ville-Marie 48. Le Baron de Munchaüsen, directed borough by Hugo Bélanger, produced by Théâtre de la Roulotte 23. École des hautes études commer- ciales (HEC), Côte-des-Neiges– 49. Festival Nuits d'Afrique (African Notre-Dame-de-Grâce borough music festival) 24. Mannequin 50. 2005 winner, residential category of Opération patrimoine architec- 25. Palais des congrès (convention tural de Montréal (Aylmer Street, centre),Ville-Marie borough Plateau-Mont-Royal borough) 26. Jean-Drapeau Park and downtown, 51. Jazz musicians Ville-Marie borough
Montréal Moving Forward
2005 ANNUAL REPORT
Published by Ville de Montréal
Service des finances Direction de la comptabilité et du contrôle financier
155 Notre-Dame Street East Montréal, Québec Canada H2Y 1B5
ville.montreal.qc.ca/finances
Legal Deposit 1st quarter 2006 Bibliothèque nationale du Québec ISBN: 2-7647-0605-7
Graphics Ville de Montréal Centre d'impression numérique et de communications visuelles 07.20.003-9 (03.06)
Printed in Canada